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Similar to Innovation Camp Presentation For Feb2627
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Innovation Camp Presentation For Feb2627
- 1. Finding, Hiring, & Leading Talent Innovation Camp For Entrepreneurs Feb 26 th , 2010
- 6. site:LinkedIn.com -intitle:directory chemist "Greater St. Louis"
- 7. site:LinkedIn.com -intitle:directory "director" and R&D and chemist "Greater St. Louis"
- 8. This is where Jigsaw can help
- 9. Jigsaw lets you filter your potential contacts before you select them.
Editor's Notes
- What are your biggest challenges today? Why are you here? How many of you are planning on hiring new talent soon or are in the process today? How many of you came here to learn techniques to keep good talent in your new organization? How many of you are here because you need to know how to help someone leave your organization?
- The most important part of adding to your team is to plan ahead and define what you need, before you see it!
- Develop and execute multi channel sourcing and recruitment strategies. The objective is to source and attract a qualified candidate pool while managing cost per hire and improving overall quality and efficiency of the talent acquisition process
- Recruiters like LinkedIn. It is a powerful as a research tool, and since job seekers and recruiters have a lot in common (we need to get in touch with the right people) it can be very useful to us both. Folks use it a couple of ways: An online list of personal contacts with tight control. A big open network of anyone and everyone they know. I fall into the latter category and happily embrace the title of “promiscuous networker”. I think as a recruiter it is helpful for obvious reasons. Last time I checked I had 16,500 direct connections and had access to over 24 million people on LinkedIn. That is kind of cool, but that and 5 bucks will barely buy me a latte at Starbucks. Like many things, it is not the size of your network, it is how you use it. Consider LinkedIn as a partial company directory of many companies in the global economy. Key words: Partial and many. Remember, LinkedIn is not a complete list. There is no such thing. The impossibility of compiling an accurate list of workers and contact information is a big part of why we are part of such a challenging and lucrative industry. People move around like grains of sand in a desert. In the current economy this movement is more like desert sand in a windstorm. In our current turbulent times, people that simply send out emails with resumes will not find success. That activity is just a variation of the post and pray method of recruiting - inherently passive and bound to fail. Instead of posting and praying for a response, we need to hunt our prey. Research shows us (hunters) where our prey (folks with special skills and/or the people that buy them – or in your case people who are hiring folks with YOUR skillset) live and work. ***Remember, the best tool in our arsenal is the least passive one – the phone.*** Lets say you don’t have 16K direct contacts like some folks out there. LinkedIn is still a great research tool, especially coupled with Google. LinkedIn, like many social networking sites, dumps information out onto the web, and is accessible via search engines. So no matter the number of people in your network, you have the ability to mine for everyone that is part of LinkedIn.
- This is a very simple search string to mine LinkedIn contacts from Google. This particular string is for chemists in St. Louis, but it is customizable: Please note our results were 47,000 chemists in St. Louis. 47,000 is a lot. Lets tweak the results by adding some more terms.
- But how many of us are comfortable picking up the phone and calling in to companies with multiple locations, or even one big one? Phone calls are not so easy in a world where gatekeepers go to boot camps to train on how to get rid of salespeople and recruiters (or salespeople who are recruiters). Plus, if these folks aren’t your direct connections how do you send them email without knowing how the email addresses are set up. It can be daunting. We have all made 5 phone calls to try to get a live person and hit the dead end of disconnected numbers, uncooperative gate keepers or the plain difficulty of finding a good number to start. Rejection is no fun – which is the dirty secret of why email is so seductive. Personally, I am both lazy and anxious. If I feel like I am wasting my time I get nervous and go on to do something with a quicker payoff. But that next call might have netted my best prospect. I can’t afford to give up too soon, so I look for ways to streamline my efforts to get to the prospect with the least effort.
- Fresh contact information maintained by other users. Cha-Ching! If you are new to LinkedIn you may not have noticed how may profiles are out of date. When we rely on folks to update their own information it can get dicey when the novelty wears off. That is part of the reason I enjoy Jigsaw so much. Oh, and it is free, at least it was last I checked. There was a play to avoid paying version that allowed you to enter contact info off all those business cards we never use. You got points for entering data that would allow you to dig up company phone numbers and email address structures.
- We can chat about the ethics of entering other folks contact information, but I figure if they stick it in a fishbowl to win a free lunch it is fair game.
- Well, not really. At this point we have a long way to go. Still, starting here is easier and more effective than just mailing out a boatload of resumes. We know something about how Jost, or any other company we research organizes phone extensions and email addresses. We are now able to more comfortably add some ACTIVE phone calls in to the passive emails and improve the odds of getting through to our prospects.
- Ask candidates detailed questions about their past experience in similar circumstances Ask references the same questions or seek the same information from references Get a wide variety of references from candidate, but develop your own list of references based on where the person worked thru people in your own network who can give you candid information. Use social networks, business associations, volunteer groups, etc
- Make certain your new hire feels welcome from Day One. Below are a few basic ideas: Order business cards in advance so you can provide them on the first day. Have the workstation and (working) computer ready with a working email address. Schedule someone to take the new hire to lunch on their first day. . Employee retention - Reinforce in your new employees’ minds that they made the right decision. 2. Employee engagement - Inspire and engage your new hires, so they feel excited about working for you and making a contribution. 3. Employee productivity - Help your new employees “get up to speed” faster, so they’re producing at peak levels sooner.
- Objectives of Employee Onboarding Finally, from either the employee's or employer's perspective, the high-level objectives of a good onboarding program include: Helping the employee to identify with their new employer. Allowing the employee to understand some of the company's values and priorities. Building an optimistic attitude towards the company. Avoiding misunderstandings. Helping the employee feel valued. Encouraging socialization and creating a sense of belonging. Reducing new employee anxiety. Setting of performance expectations. Decreasing the learning curve. Decreasing new hire turnover or increasing retention of key skill sets during the most vulnerable time (1 st year!)
- Before we introduce our onboarding checklist, it's important to take the goals and objectives of such a program and create modules of information around each. This means a good onboarding program must address: Company / Departmental Overviews Job Expectations Policies and Procedures Administrative Housekeeping Items
- Before we introduce our onboarding checklist, it's important to take the goals and objectives of such a program and create modules of information around each. This means a good onboarding program must address: Company / Departmental Overviews Job Expectations Policies and Procedures Administrative Housekeeping Items
- Poor retention, turnover problems always boil down to a common thread> Lack of clear communications and poor planning. If you have done your job right of determining the skill set needed, sourced and screened well on the front end, then it comes down to your leadership and management style. Poor performance usually is an idicator of poor leadership, mentoring, monitoring, or development issues.
- Build a hi performing workplace! Use the one minute manager approach: Recognize achievement when it happens Correct problems in performance when they happen Never assume problems will take care of themselves. Allowing poor performance to continue without discussing ramifications will lead to ongoing performance issues.
- Create a plan to deal with poor performers before you ever have any. Don’t wait for the pressure of a bad hire to force you have the first discussion. Always meet in private and describe the situation that is causing the problem. Work with the person on solutions, gain their input to solving the problem, continue to manage performance.
- Lets LinkIn and share networks……